real-time information,
51–52
tomer service,
125–127
security issues,
50–51,
54–58,
126
requests for information,
23,
122
simple approach,
46–
48
restrooms,
61,
62
technology in,
51–52,
54–56,
56–
rewards
58,
73–78
by leaders,
105
volume as excuse,
82
for survey participation,
77
Riedel,
110–111
what to track,
48–51
Ritz-Carlton, The,
2
price
Day One orientation,
91–
94
thinking like customers,
113–114
language handbook,
15–16,
18
in value proposition,
112
Mr. BIV quality program,
62–
64
privacy
preference-tracking system of,
46–
48
of preference-tracking systems,
50–
total customer service empower-
51,
54–58,
74–75
ment,
41
protective customer bubble and,
54,
96,
97–
98
Safire, William,
16
of surveys,
78
Schultz, Howard,
59–
60
Index
169
Schulze, Horst,
15–16,
41,
64,
91
industry-wide,
111
screening telephone calls,
21–22
performance,
104–105
Scrimshaw Workshop, The (Bar Har-
Starbucks,
59–
60
bor, Maine),
132
subcontracting, of customer service,
secret shoppers,
78
142–143
security
subtle service recovery,
41–
43
of preference-tracking systems,
50–
suggestions from customers,
31,
35
51,
54–58,
126
support, by leaders,
105,
107
website,
126
surveys
Seligman, Martin E. P.,
86–
87
comment cards,
50
serial position curve,
131
in-depth,
75–78
service recovery,
26–
44
in-house mini-surveys,
75
apologizing in,
28–29
language engineering on,
76
compensation for,
34–36
mistakes on,
77–78
Courtroom Method,
27
personal responses to,
77
disastrous handling of,
36–39
documenting problem,
33–34
Taco Bell,
61
fixing the problem,
31
Talent Plus,
89
follow-up,
31,
32–33
Target,
111
handling customer complaints,
team orientation,
87
39–
41
telephone calls
Italian Mama method,
26–27
good-byes,
135
as key customer moment,
18–19
greetings,
135
key steps,
27–31
hearing impairments and,
137
language of,
30,
50–51
picking up phone,
22–23
personal research on,
36–39
preference-tracking systems and,
sample interaction guidelines,
49–51
149–150
problem resolution for,
12–13
screening,
21–22
reassigned problems,
32
after service recovery,
33
reviewing customer complaint,
30
telephone numbers in preference-
subtle approach to,
41–
43
tracking systems,
57
thinking like customers,
28–29
toll-free service numbers,
70,
122
website service failures,
23,
62
for website customers,
129–130
writing off customers,
43–
44
testimonials,
118–119
Sewell, Carl,
113
theoretical capacity, in manufacturing,
showing, versus telling,
21
101
simplicity, of preference-tracking sys-
thinking like customers
tems,
46–
48
in anticipatory customer service,
Solis,
2,
41
59–
62
solutions, for service breakdowns,
35
pricing and,
113–114
Sopranos, The
,
20
in service recovery process,
28–29
standards
Thoreau, Henry David,
123
hiring,
88–
89
Tiffany,
112
170
Index
timeliness
vision, of leaders,
103,
106–107
of greetings,
134–135
visual cues,
20–21
on-time delivery,
11–12,
104–105
visual impairments, customer access
toll-free service numbers,
70,
122
and,
122,
136–138
total customer service empowerment,
40–
41
WalMart,
22
Toyota,
64
Walt Disney Company,
2
Toyota Production System,
66
Walton, Sam,
22
training
warmth
for anticipatory customer services,
of employees,
85–
86
94–
95
in service process,
96–
97
cost-benefit analysis of,
109–110
waste reduction,
66–
68
for language consistency,
15
websites
language handbook in,
15–17
accessibility for customers with dis-
by leaders,
106
abilities,
122,
136–138
orientation process in,
90–
98
automated links,
25
passion for,
95
developing,
127–130
principles of,
96–
98
greetings,
139–140
after service breakdowns,
32–33,
35
live chat,
24,
58,
122,
140
specific curriculum for,
95–
96
password access,
128,
129
trolling,
117–118
requests for information,
23,
122
Trotter, Charlie,
61
security issues,
126
trust,
34–35
self-service elements,
122
TTD/TTY machines,
137
service failures,
23,
62
turnaround situations,
103–104
urgent email button,
122,
140
Web forms,
129
value,
70–73
wheelchair access,
135–136,
137–138
emotional attachments,
71–72
White, Marco Pierre,
118
price in value proposition,
112
wrap-up,
33
as relative concept,
111
value proposition,
112
Xerox,
66,
69
values, in orientation process,
90–
91
Virgin Atlantic,
117
Zappos,
116
Document Outline
- Contents
- Special Features
- Acknowledgments
- Foreword
- Introduction: The Only Shop in the Marketplace
- Chapter One: The Engineer on the Ladder: Reaching for the Highest Level of Service
- Function Versus Purpose
- First Steps First
- Chapter Two: The Four Elements of Customer Satisfaction: Perfect Product, Caring Delivery, Timeliness, and an Effective Problem Resolution Process
- A Perfect Product
- Delivered by Caring People
- In a Timely Fashion
- With the Support of an Effective Problem Resolution Process
- Chapter Three: Language Engineering: Every. Word. Counts.
- Establish a Consistent Style of Speech
- Create a Lexicon of Preferred Language and Phrasing
- Choose Language to Put Customers at Ease, Not to Dominate Them
- Concentrate Your Language Efforts on the Key Customer Moments: Hellos, Good-Byes, and the Times When Things Fall Apart
- Shut Up Sometimes: The Artie Bucco Principle
- Words Have Their Limits
- Show, Don�t Tell (And Don�t Ever Just Point)
- Phone and Internet Language and Communication Pointers
- Chapter Four: Recovery! Turning Service Failures Around
- The Italian Mama Method
- The Four Steps to Great Service Recoveries
- The Elements of Follow-Up
- Use Your Own Experience to Prepare You
- Who Should Handle Customer Complaints?
- Subtle is Beautiful: Service Recovery Below the Radar
- Write-Offs Lead to Write-Offs
- Chapter Five: Keeping Track to Bring Them Back: Tracking Customer Roles, Goals, and Preferences
- Principles of Noting and Sharing
- Principle 1: Keep Your Systems Simple
- Principle 2: If It�s Important to Your Customer, It Belongs in Your System
- Principle 3: The Information You Gather Needs to be Available in Real Time
- Principle 4: Preferences Change; Assumptions are Tricky
- Principle 5: Moods Change: Track Them
- Principle 6: Don�t Blow It with a Wooden Delivery
- Principle 7: Using Technology to Ask for Information? It�s a Fine Line between Clever and Creepy
- Surprises Are Hazardous�Online and Off
- Fear Not: Don�t Be Deterred from Collecting Information�Thoughtfully
- Chapter Six: Building Anticipation Into Your Products and Services: Putting Processes to Work for You
- Get Your Company to Think Like a Customer
- Mr. BIV and the Art of Eliminating Defects
- Don�t Kill Mr. BIV�s Messengers
- Systematically Reducing Waste to Add Value�For You and Your Customers
- Why Efficient Processes Can Transform Service
- Stamping Out Waste? Don�t Crush Value by Accident
- Process-Based Anticipation on the Internet
- Using Tools to Gather Information About Your Customers� Experience
- Process-Based Solutions Become People Solutions
- Chapter Seven: Your People: Selection, Orientation, Training, and Reinforcement
- We Are Already Our True Selves: Select for Traits
- Keep the Hiring Bar High
- Develop Selection Discipline
- Create a Powerful Orientation Process
- Use Orientation to Instill New Values, Attitudes, and Beliefs
- Defining an Employee�s Underlying Purpose
- The Orientation Process Begins Sooner Than You Think
- On Day One, Nothing Is Tangential
- Build a Brand Ambassador
- Training Employees to Anticipate�Carefully
- Reinforcement: The Daily Check-In
- Chapter Eight: Leadership: Guiding the Customer-Centered Organization
- Service Leaders Matter Because People Power Service
- Five Characteristics of Great Service Leaders
- Moral Leadership
- Chapter Nine: What�s Worth it, and What�s Not? Pointers on Value, Costs, and Pricing
- What Does Loyalty-Enhancing Service Really Cost?
- Gilding the Lily
- "Compared to What?": Value Is Relative
- Pricing Is Part of Your Value Proposition
- Don�t Charge a Customer for Performing the Heimlich
- Money Isn�t Everything, But Money Issues Matter�Especially How You Present Them
- Chapter Ten: Building Customer Loyalty Online: Using the Internet�s Power to Serve Your Customers and Your Goals
- The Internet�s Double Edge
- Opinions: Everybody Has One. Evangelists: Every Company Needs Them
- The Internet Can Promote Commoditization. Avoid This Through Individualization.
- Long Copy/Short Copy
- Online, the Window in Which to Show You�re Extraordinary Can Be Small
- Amazon.com: A Brilliant Company, but Not the Most Realistic Model to Emulate
- First Time Online: A Nuts-and-Bolts Case Study
- Chapter Eleven: Hello/Good-Bye: Two Crucial Moments with a Customer
- Timelessly Time-Sensitive
- Don�t Rush Your Hellos and Good-Byes on the Telephone
- Serving Disabled Customers Is a Responsibility and an Opportunity, from the Moment You Welcome Them at Your Door
- Turn Your Receptionist into a Predator (Who Kills with Kindness)
- It�s Google�Not You�Who Decides Where Visitors Enter Your Site. Be Sure They�re Greeted Properly Anyway
- Taking Control of Good-Byes
- The Hazards of Subcontracting Hellos and Good-Byes
- Good-Bye for Now from the Authors�With Resources and Assistance for Your Journey
- Appendixes
- Appendix A: Oasis Disc Manufacturing: Customer and Phone Interaction Guidelines and Lexicon Excerpts
- Appendix B: CARQUEST Standards of Service Excellence
- Appendix C: Capella Hotels and Resorts "Canon Card": Service Standards and Operating Philosophy
- Notes
- Index